2013 - 2015
Ingersoll Rand/Trane non-union, 200
Materials Manager(Managed 18 staff) Implemented daily MDI processes on each area of responsibility, with team driven causal identification and problem solving. This includes daily rate planning, cadence development, and Gemba standard work. Develop internal supply strategy around kitting of materials to the line. Transforming the materials delivery systems to flow materials according to schedule cadence. Allowing for reduced 15K sqft footprint, maximum flexibility, and timely feedback. Implemented weekly scheduling and planning meeting to align functional groups with the forecast and incoming order rates. Responsible for logistics productivity, damage, and delivery. Redesigned packaging and developed damage handling process for Macon. Reduced damage by $300K Identified and implemented actions to reduce/eliminate excess and obsolete inventory by working with cross functional teams. Develop strategic relationships with targeted suppliers causing MDI misses. Developed cadence for large job management across functional groups.
Director of Supply Chain
2010 - 2013
non-union, 350 employee aerospace manufacturing facility) Director of Supply Chain (Managed 8 staff) Drive operational excellence and standard work practices across plant reducing cost. Develop strategic relationships with a targeted global supplier base in Asia, Eastern Europe and North and South America. Lead performance improvement programs throughout the supply chain, including LEAN/Six Sigma techniques, and play a key role in their implementation throughout the organization. Drive operational excellence and best practices, reducing cost by a minimum of 5% per year. Effectively utilizing principles and technologies of forecasting, master scheduling, stock management, and related replenishment activities.
2008 - 2009
Non-union, 500 employee manufacturing shop in the oil and gas industry in Madison, WI) Purchasing Manager(Managed 8 Staff) Implemented daily production planning meeting to identify opportunities and obstacles for continuous improvement and streamlining activities to achieve company objectives. Created metrics to measure results against company targets and benchmarks. Balanced Raw, WIP, and finished goods needs with plant and space capacities across the network through all seasonal and promotional volumes, while using S&OP to improve forecasts. Reduced International Shipping costs 30%-eliminated overnight airfreight and established regular shipment schedules. Identified and implemented actions to reduce/eliminate excess and obsolete inventory by working with cross functional teams. Proven understanding and use of Six Sigma, JIT, Lean Manufacturing, Kaizen, 5S, and other business improvement techniques~ provide me with the tools necessary to accelerate performance.
Six Sigma Black Belt
2007 - 2008
ARC Biomedical Services
Union shop with 400 employees, in the Pharmaceutical manufacturing industry. With 5 distribution warehouses across the state of Michigan) Six Sigma Black Belt Created highly functioning diverse team of engineers, manufacturing staff, supply chain staff and buyers, and implemented methodology for prioritizing and implementing quality improvement projects that would yield high ROI. Provide collaborative functional leadership and expertise on complex cross-functional supply chain projects: Distribution Design, Cold Chain Logistics, Replenishment Strategies, Cross Docking, and Warehouse Design. Managed projects involving supplier standardization opportunities.
2002 - 2004
Target Distribution Center
non-union shop, 366, 000 employees in the retail distribution industry.) Warehouse Team Captain(Managed 25 staff) Managed 25 employees in multiple areas of warehousing, totaling 150, 000 square feet of space. Served as a liaison between maintenance, project and operation groups to identify obsolete and short lead-time material. Guided team members in daily operations to ensure a high degree of safety, service and quality Created/developed standard operating procedures to maintain the integrity of the Inventory. Analyzed and reduced Inventory levels while increasing Inventory turnover ratio, and serviceability for distribution center. State Industrial(Non-union Shop with 1100 employees in the specialty chemical industry.)
1989 - 2001
The Feed Bag, Inc
non-union shop with 10 employees in the Consumer goods agriculture industry.) Operations Manager(Managed 10 Staff)